Category: Recruitment

In the United States, the president nominates Federal Judges who are currently later confirmed by the Senate to serve judicial courts. Federal judges refer to both Article III and Article I judges serving as magistrates and handling bankruptcy. The selection process has been disputed for a long time, as some suggest that the selection process is more political (Paul 2). Like judges and magistrates, the federal government is committed to protecting peoples rights and providing security. In the recent past, people have been restricted from free movement to avoid the spread of the coronavirus, resulting in an imbalance between peoples liberty and safety. In my opinion, electing judges seems more appropriate than nomination. This essay is a critical exploration of the political influences arising from the nomination and election of judges, alongside weighing the balance between peoples freedom and safety.

Federal judges include Article III, Article I, and senior judges. Article III judges are appointed to serve for life in courts of appeal, districts courts, and in the court of international trade. The reign of federal judges is determined by their good behavior while exercising the judicial power of the United States. Article I judges are not entitled to life tenure and protection compared to Article III judges. Congress can reduce Article I judges salaries depending on their behavior. They serve the appeals court for the armed forces, veterans claims, U.S. tax court, federal claims, U.S. bankruptcy courts, and other territorial courts. The U.S. senior judges refer to the retired professionals who wish to continue their services to serve the law. The minimum age limit for becoming a senior judge starts from 65 up to 70 years.

Becoming a federal judge starts with the nomination of a candidate by the United States president. The nominee fills out a questionnaire which the senate committee reviews. After responding to the questions, the Senate holds a physical interview with the candidate to question philosophy, experience, and past rulings. After the encounter, the senate votes for the candidate depending on the satisfaction levels achieved. If the Senate does not approve the nomination, the candidate returns to the president for a re-nomination. If the Senate approves the second nomination, the candidate starts a lifelong commitment to serving as a judge. Still, if the re-nomination fails, the candidate cannot become a judge.

There are no formal qualifications to become a judge, which allows the president to choose candidates from different fields. Although judges require prior knowledge about law, the president can choose candidates from other professions. I believe that the president can appoint nominees with a hidden political influence. The appointed judges will most likely return the favor once approved (Paul 2). The president may also nominate judges for personal benefits, such as selecting family members and friends. Federal judges have the power to overturn activities such as cancellation and approval of bills presented to them. If the president wants a specific bill passed, the nominated judges must return the favor by ruling according to the presidents will. I prefer the election of judges to cater for justice and fair verdicts. The president will always have a dictatorial authority other than the nominated judges compared to fairly elected judges. There is a true reflection of the publics interests if the federal judges are elected.

The government should protect the citizens from all forms of danger, including terror, diseases, and natural disasters. Sometimes, protecting people requires the government to undertake strict measures that may conflict with peoples freedom. The federal government relies on information obtained from people and investigative departments to assess the countrys security. Physical attacks such as September 11 resulted in spying of information from peoples phones and communication networks. The United States security levels were low, resulting in additional measures taken by the government to enhance security. The homeland security department was created for local terrorism detection and prevention (McEntire 24). The government had no choice but to fetch information from residents both directly and indirectly. Spying on peoples phones and emails was a highly criticized act. Still, the government defended the action by insisting that spying on peoples information was to aid in matters of national security, which was a high priority by then.

In many countries, people exercise the freedom of movement to any place at any time. After the outbreak of coronavirus in 2019, governments around the world imposed lockdowns and travel bans to regulate movement. Lockdowns denied the right to free movement in efforts to mitigate the spread of the virus. In the United States, areas with high infections faced curfews and closedown of public places, triggering anger and complaints from employers and employees. People were encouraged to work from home, whereas those without work stayed indoors. Although the COVID-19 restrictions were harsh to people and the economy, compliance was the most effective approach towards preventing and curing the virus. If the governments did not implement the lockdowns, virus casualties would have increased, especially in low-income countries with limited access to health resources (Winskill 6). People need to stay healthy to continue working and living normally.

I support the actions taken by the United States government on both security and health safety measures. On the issue of security, jeopardizing a countrys security affects everyone and the economy at large. The September 11 attacks scared investors away from the U.S.A. and resulted in fear of insecurity among American citizens. If my security is guaranteed, I will allow the authorities to violate my privacy by accessing information I share with other people. Since I have no intention of harming, the government can continue to spy on my devices as they search for suspicious details about the nations security. I would love to live and work in a peaceful country.

Regarding the freedom of movement, it is clear that if we interact unnecessarily during the COVID-19 error, we will be casualties or carriers of the virus. I support the curfews and lockdowns imposed to regulate local and international movements. Without regulation of peoples interactions, the infection rate would increase, resulting in more deaths and health problems. People should accept harsh measures during desperate times to secure their chances of survival. I would give up my freedom in situations of physical danger, personal health, and in cases where I may affect the well-being of others. Being healthy and physically safe is my number one priority to be able to exercise my freedom and human rights. Electing judges is the formal way to practice democracy and fairness in matters relating to the well-being of society.

Works Cited

Paul, P. T. Recruitment and Appointment of Judges and Justices in Europe and the U.S. Radboud University Nijmegen, 2018, pp. 1-6, Web.

McEntire, David A. Introduction to Homeland Security: Understanding Terrorism Prevention and Emergency Management. John Wiley & Sons, 2018. Web.

Winskill, Peter, et al. Report 22: Equity in Response to the COVID-19 Pandemic: An Assessment of the Direct and Indirect Impacts on Disadvantaged and Vulnerable Populations in Low-and Lower Middle-Income Countries. Imperial College London. Report no. 22, 2020, pp. 1-21, Web.

Any healthcare managers understand that the value of healthcare practice is only as good as the staff. Today, much emphasis is placed on a multidisciplinary team to deliver care, implying that maintaining healthcare staff to meet current healthcare needs is vital for the practice to achieve intended goals. However, healthcare managers face a critical challenge of recruiting and retaining the best talents for the practice.

In this regard, the most effective approaches to overcome staff recruitment and retention issue include adjusting organizational values to account for contemporary workplace dynamics, well-designed compensation programs, creating a sense of belonging among employees, developing a sense of self-esteem, and training and developments. These approaches can simply be adopted from Maslows hierarchy of needs because such needs are extremely relevant to all employees irrespective of their positions.

The workforce has become more dynamic. The modern workforce consists of highly skilled, multitalented, ambitious individuals who have diverse perspectives about work. The so-called GenX professionals have moved to replace the aging workforce. At the same time, opportunities in healthcare have continued to increase significantly.

Consequently, healthcare facilities must compete for the same workforce against other organizations, leading to strain on recruitment and retention. While attracting fresh talent is a critical role of hospital management, retaining the recruited healthcare professionals could be a serious challenge. Hence, retention also requires the same attention as recruitment.

One must understand the challenge in details to know the magnitude of the problem. Hospital managers, particularly the human resource managers are charged with the responsibility of staff recruitment and retention. A significant link has been found between organizational performance and the quality of staff recruited.

Thus, the recruitment and retention abilities are major roles for healthcare management. A lack of sufficient workforce could lead to massive failure of strategic plans and organizational mission. It is necessary to comprehend why healthcare professionals choose to leave their jobs. The reasons could be less apparent or simple, but they all have the same impact  inadequate healthcare professionals to cater for the growing needs of patients.

First, it has been noted that there is a decline in the rate of population growth since the 1960s (Holtz 1). Consequently, the labor market is adversely affected. The modern generation is taking up roles left behind by aging baby boomers. It is also observed that baby boomers have greater life expectancy, and healthcare facilities are striving to meet their health needs with reduced staff. Second, the already difficult labor condition is further made worse by financial difficulties of managed care. Third, other private organizations tend to offer more wages relative to hospitals.

Hence, healthcare organizations must compete with these organizations for the same talent. Fourth, the challenge arises from schools where enrollment in healthcare courses has declined as students opt for other attractive courses. In addition, a new trend has emerged in which current healthcare workers exit the profession for other different opportunities. Finally, within the sector, other healthcare providers may poach for staff from other hospitals. This practice could be rampant when little ethics exist to inhibit it.

Healthcare workers often leave the profession because of prospect for increased compensation and rewards in other professions. In addition, the lack of correlation between the pay and performance has also contributed to employee departure. Other nurses have noted that the absence of new opportunities for career and personal growth has also led to staff attrition. In this instances, healthcare workers feel that they lack support or unappreciated by their employers, or they lack sufficient resources to perform their tasks.

Healthcare workers have also cited unclear goals and expectations in their facilities. In most instances, such issues lead to job dissatisfaction among healthcare workers. Management has been noted has too unresponsive, withdrawn, rarely ask for inputs from nurses and does not seem to acknowledge nurse role in the profession.

Nurses have also complained that their role is now clerical because of increased documentation of patient details. At the same time, nurses complain of burnout due to increased numbers of critically ill patients who require greater care (McHugh et al. 202).

Healthcare management can play critical roles to avert high rates of attrition and increase staff retention. First, the management can change values to develop employee loyalty. Healthcare managers who fail to recognize the shift in labor market and subsequently fail to formulate policies that recognize shift in employee attitude are most likely to suffer drawbacks with regard to employee recruitment and retention.

Gen Xers will seek for employment in organizations that offer more flexibility and respect dynamics in the workplace. The current workforce is made of individuals who have experienced job cuts, layoffs, downsizing and poor career growth among the previous generations. Consequently, they have developed different work ethics characterized by enhanced sense of independence, limited self-sacrifice for the good of organizations and improved self-reliance. They take more roles, want to advance fast and at the same time, ensure work-life balance.

A culture change can also be an appropriate method of enhancing employee recruitment and training. Managers should present a business case to demonstrate impacts of turnover on the organization. Consequently, leaders will support such culture shift to enhance employee loyalty and retention. Hospitals should track their retention performance and use information to formulate training and development programs that enhance employee engagement in decision-making, training, supervision, and mentor programs.

Therefore, healthcare managers should develop flexible work schedules for the current breed of employees. Hospitals, for instance, can condense working hours to allow for adequate time for work-life balance. This approach is most likely to reduce burnout and stress among healthcare workers. Consequently, fewer employees will leave the profession.

Nurse managers who understand what their employees consider important are most likely to recruit and retain more employees. In this regard, healthcare managers should consider changes in the modern workforce and develop strategic plans using simple models such as Maslows hierarchy of needs to account for diverse needs of their staff. For example, healthcare may recognize that employees require better compensation, job safety, a sense of belonging and self-esteem.

Healthcare managers also need to review their compensation strategy. Obviously, through a robust, competitive reward program healthcare organizations can also recruit and retain the best talents in the labor market. While compensation alone cannot guarantee employee retention, it is a good starting point to improve terms of employment. Well-designed compensation programs are relevant. For instance, healthcare managers may change certain provisions such as sign-on bonuses or bonuses evenly paid over time.

Healthcare facilities can also pay higher wages to attract and retain highly talented employees. In this case, employees are most likely to be attracted to such facilities because of good reputation. Consequently, healthcare managers can control high rates staff turnover. Employees develop a sense of pride for their organization, which is only focused on the best employees, effective screening, selection and compensation.

Healthcare managers also need to create a work environment that promotes a sense of belonging among employees. Employees who demonstrate stronger connection with their organizations are often reluctant to leave their jobs. Healthcare managers therefore have a responsibility to develop programs that encourage a sense of connectedness and belonging. For instance, excellence performance should be rewarded to create a sense of belonging. A sense of connectedness can also be created through information and knowledge sharing.

Organizations that withhold information from employees create unproductive culture. Hence, the relationship should be facilitated through open communication to build trust among employees. Hospital managers can encourage open communication through regular sharing and publishing information using the intranet, chat rooms, notice boards and bulletin boards among others. Open discussions also encourage information sharing. For instance, hospital management may discuss financial performance with their employees to engage them in revenue generation processes. This can create a sense of ownership among employees.

Hospitals also require a collaborative environment that promotes team spirit. A multidisciplinary team is most likely to develop a strong bond between team members. A strong personal bond can emerge between staff members and further develop a sense of belonging and a community of work. It is imperative to recognize that strategies that enhance a sense of belonging have no or negligible financial burden to an organization. Hence, even budget strained healthcare facilities should not fail to create a sense of connectedness between staff members and the organization.

Healthcare managers can enhance employee recruitment and retention by adopting effective programs that promote self-esteem of individual employees. In this case, employment policies should promote better relations between managers and employees. In addition, measuring employee performance should be regular and scheduled to promote transparent processes and act as employee retention strategy.

Feedback should be immediate and constructive for employees. Such approaches encourage employees to be self-driven. Managers should recognize and appreciate an exemplary effort from employees. Employees should also be encouraged to nominate their peers for excellence performances, and awards for such employees should be open.

Employers should assist their employees to attain their best performance. This can be classified under self-actualization. For instance, training and development, fee reimbursement, mentor programs and on-the-job training should encourage employees to stay with their employers. In most cases, employees who are trained by employers feel comfortable and do not frequently leave their jobs. Hospitals should develop in-house training to develop major skills and knowledge required for various roles among employees.

Orientation training programs, for instance, are ideal for newly recruited employees. Training programs should be formal, structured or even informal and unstructured to enhance skills and knowledge acquisition. Hospital managers should also offer technical training and provide current information and new healthcare devices to motivate staff while developing their knowledge base, skills and competencies.

Such improved competencies and skills would allow employees to perform at the highest levels based on their qualifications and training. Training and development programs should be continuous while accounting for a wide range of topics and methods adjusted to meet unique training needs of specific staff members.

In most cases, healthcare managers are concerned about costs associated with employee retention (Jones and Gates Manuscript 4). However, costs are normally related to certain retention methods applied by an organization. Healthcare facilities may opt for increasing nurse wages, redesigning work environments, purchasing new equipment and/or introducing training and development programs among others. Since healthcare facilities may adopt a combination of techniques to cater for their diverse needs and budgets, costs may vary considerably.

While some strategies adopted may be free to implement, others may be cost-intensive and even difficult to quantify based on return on investment. Organizations that adopt widely accepted practices such as involving employees in decision-making processes, culture change, improving work environments, enhancing leadership, and offering support to employees may not be able to quantify such costs. However, their impacts on employee recruitment and retention could be obvious.

Healthcare management faces a critical challenge of employee recruitment and retention. It is also noted that the quality of care delivered depends on the quality of staff available. Given the major drawbacks associated with high rates of attrition, healthcare managers must adopt specific strategies that can help to combat dysfunctional attrition rates in their organizations.

Appropriate strategies that focus on culture change, recognizing labor market shifts and even adopting simple practices developed by Maslow can help managers to enhance recruitment and retention in their organizations.

While costs are associated with strategies that improve recruitment and retention strategies, some notable practices such as culture change, involving employees in decision-making, improving work environment, providing effective leadership and recognizing workforce dynamics may not involve costs or such costs could be negligible. Employees are most likely to stay with their current employees when working conditions are favorable.

Works Cited

Holtz, Greg. Hospital Staff Retention Strategies in the Managed Care Era. Cath Lab Diest (2002): 1. Print.

Jones, Cheryl Bland and Michael Gates. The Costs and Benefits of Nurse Turnover: A Business Case for Nurse Retention. OJIN: The Online Journal of Issues in Nursing (2007): Manuscript 4. Print.

McHugh, Matthew D., Ann Kutney-Lee, Jeannie P. Cimiotti, Douglas M. Sloane and Linda H. Aiken. Nurses Widespread Job Dissatisfaction, Burnout, And Frustration With Health Benefits Signal Problems For Patient Care. Health Affairs (Millwood) (2011): 202210. Print.

Introduction

Increase in popularity of the social networks such as Facebook and MySpace has led to people using the site to advertise and recruit new talents. Despite social networks helping recruiters who urgently require recruits, it may at times be not effective in helping employers get the right recruits for specific jobs. This paper will discuss some of the drawbacks of using social networks as a channel for recruitment. It will also give recommendations on other channels of recruitment that employers can use to get the right employees.

Drawbacks in recruiting from social networking sites

According to Gatewood, Gowan& Lautenschlager (1993), Social networking sites have some drawbacks. For example when recruiting, many job seekers may cheat the employer about their personal credentials. They might also attach fake certificates thus leading to employers picking unqualified staff at the expense of the qualified ones. Through social networks, it is hard for recruiters to gather all information relating to the recruit. Employee qualities such as demonstration of how one responds to varied situations can not be effectively conveyed through social networks. As a result, employers may end up recruiting people with limited experience jut because they posted superior curriculum vitae on the social networks.

Most of the experienced employees spend little time on social networks. Hence, using social networks during employee recruitment may disadvantage organizations as they may not be able to access experienced staffs. Increased publicity of social networks has led to most of the job seekers uploading their profiles in the networks. As a result, for recruiters to get the most appropriate recruit, they ought to go through many profiles. This would consume a lot of time as they try to compare the different applicants to identify the most relevant.

Hiring from abroad

Social networks can effectively facilitate recruiting talents from abroad. Due to geographical barrier, it is difficult for organizations to deal direct with the potential recruits. With social networks gaining popularity, recruiters can use them in hiring new talents from abroad. The sites offers a pool of potential recruits thus giving organizations a variety of talents to chose from. A good example is where Indian companies used LinkedIn to hire recruits from Singapore.

Recommendations

Apart from social networks, there are numerous databases that have been established where people upload their curriculum vitas and profiles. Information recorded in these sites clearly states ones qualifications and experience. These databases are good sources of applicants where recruiters can turn to in search for recruits. From the database, recruiters can identify the relevant recruits and communicate to them on the day to avail them for interview.

Today, there are numerous recruiting agencies that offer recruitment services to organizations. The agencies collect applications from different applicants, compile them and try to secure jobs for the applicants (Gatewood, Gowan & Lautenschlager 1993). Accordingly, organizations wishing to hire new recruits can turn to these agencies. Here they can be furnished with information regarding the different applicants who are seeking employment.

Conclusion

Social networks are increasingly being used by organizations in hiring employees. This recruitment method has at times helped in enhancing recruitment efficiency. Nevertheless, if not well utilized, recruiters may end up not getting the right recruits. As most of the experienced staffs rarely use social networks, organizations using it for recruitment may not have a chance to get them.

Reference

Gatewood, R. D., Gowan, M. A. & Lautenschlager, D. J. (1993).Corporate image, recruitment image and initial job choice decisions. Academy of management Journal, 36, pp. 414-427.

Introduction

Educational institutions must interact with various other stakeholders to ensure that all activities function smoothly. Educational institutions are entrusted with recruiting appropriate candidates to fill teaching positions to achieve their purpose of providing education. Non-teaching members of the organization are also recruited to assist with the day-to-day educational activities. This paper aims to evaluate the various ways utilized in the staff recruiting process at educational institutions, concentrating on their significance, effectiveness, and the correlations between these three variables.

Methods Educational Institutions Use to Recruit Administrators, Teachers/Instructors, and Staff Members

Department of education advertises vacant positions in learning institutions for professional teachers. When hiring new teachers, recruiters look at a candidates previous experience in the sector, expertise in relevant fields, and familiarity with specific grade levels (Acikgoz, 2019). The human resources manager at an educational institution is responsible for developing a recruitment procedure. This individual ought to have previous experience working in public relations. A school brochure could be put on a prominent building to advertise the school.

Teacher job fairs are excellent opportunities to network with other local educators looking for new employment. They allow for face-to-face contact, during which applicants can meet potential teachers and get to know them a little before applications begin to be submitted (Acikgoz, 2019). As a result, it is essential to put ones best foot forward when participating in these networking events to maximize ones chances of being hired as a teacher at the institution.

Referrals from present or past educators and those from parents of students enrolled at the institution are still another option for recruiting educational teachers and instructors. Parents of students in the institution can also provide referrals. Before submitting their applications for jobs at the school, prospective employees can get a feel for what it is like to work there and get a sense of the sense of community the school strives to cultivate, thanks to references from current employees. Referrals can also be obtained through social media platforms to increase ones chances of finding skilled employees.

Employers want the names of their educational institutions to be prominently displayed for prospective teachers and other potential employees to see when researching the most desirable school systems in which to work (Acikgoz, 2019). By utilizing search engine optimization (SEO), an institutions webpage can be better understood by search engines such as Google, Yahoo, and Bing, which can result in higher positions on those search engines respective pages. Because of this, one will see an increase in web traffic on the schools site, and it will be much simpler for teachers looking for work to determine whether or not there are vacancies at the school.

Some Recruiting Methods are Effective than Others

Referrals from current employees are consistently cited as one of the most productive techniques of new hire recruitment. They stay committed to their job since they have a solid commitment to working for the organization, possibly as a sign of gratitude to those who assisted them in finding employment (Sudibjo & Sutarji, 2020). New employees obtained through referrals are typically generally committed, highly professional, and far less likely to leave their jobs.

Steps in the Selection Process

In organizations, the purpose of the recruiting and selection processes is to identify and hire the best-qualified candidates to fill vacant jobs. Before being selected for further consideration in the HRM selection process, candidates must pass through multiple phases. Following the job vacancy posting, the business will begin to receive applications from candidates interested in the role. The second step in the recruitment and selection process is the preliminary screening of potential workers or candidates (Gitman et al., 2018). During this second phase, the selection process will reduce the pool of candidates from a large number to a more manageable group of between three and ten people who will be available for interviews. The third part of the selection procedure involves contacting the candidates who were shortlisted to perform an in-person or online consultation.

During a job interview, an applicant will be questioned either by their direct boss or the recruiter to assess how well they meet the positions requirements. The interview offers some insight into the verbal fluency and sociability of the interviewee. It also provides the opportunity to ask the candidate about the job and market the position to the interviewed person. The final step is to offer employment to the candidate who demonstrates outstanding performance during the interview while considering knowledge and experience. Another factor that should be considered is the individuals familiarity with the community in which the educational institution is located.

Importance of Sequence of Steps in the Selection Process

The process of acquiring qualified candidates for a particular position is known as employee selection. This methods objective is to match the requirements of a job description with the experience, competencies, and qualities of individuals applying for the position (Nabeeh et al., 2019). It makes it easier for the interviewer to find the inner traits of the applicant, which in turn makes it easier to make the correct decision.

Conclusion

Recruiting educational personnel such as administrators, instructors, and subordinate staff varies from one educational institution to the next based on geography, community, and the agency responsible for recruiting academic employees. Education employees include administrators, teachers, and subordinate personnel. In addition to institution size, the number of open positions is also examined during the hiring process. Compared to smaller educational institutions, well-established schools selection processes typically require more time and effort. Referrals are one example of a recruitment approach that does not require a significant time commitment on the recruiters part but has the potential to be more effective than other methods for attaining the same objective. The entirety of the recruitment process is essential because it enables firms to acquire qualified professionals with prior experience and knowledge of the educational system. It subsequently leads to more significant outcomes for the learners.

References

Acikgoz, Y. (2019). Employee recruitment and job search: Towards a multi-level integration. Human Resource Management Review, 29(1), 113. Web.

Gitman, L. J., McDaniel, C., Shah, A., Reece, M., Koffel, L., Talsma, B., & Hyatt, J. C. (2018). Employee Selection. Introduction to Business. Web.

Nabeeh, N. A., Smarandache, F., Abdel-Basset, M., El-Ghareeb, H. A., & Aboelfetouh, A. (2019). An integrated neutrosophic-TOPSIS approach and its application to personnel selection: A new trend in brain processing and analysis. IEEE Access, 7, 2973429744. Web.

Sudibjo, N., & Sutarji, T. (2020). The roles of job satisfaction, well-being, and emotional intelligence in enhancing the teachers employee engagements. Management Science Letters, 24772482. Web.

Introduction

The introduction of a new system of recruiting and selection of teachers at DCPS classroom is an important strategy of enhancing student achievement. The system is performance-based and it tries to recognize the most competent teachers, for recruitment and selection.

In order to monitor the teachers performance, Recruitment and Selection team uses a spreadsheet that tracks those teachers who progress from each stage during the recruitment and selection phase. The spreadsheet has columns that indicate the goals set at the beginning of the years and the actual performance of the teachers at every juncture (Murray, 2000).

The spreadsheet that tracks the teachers progress in the recruitment and selection process indicates that the team had anticipated that 60% (equivalent to 2645) of interested applicants would submit complete applications. However, the tracking spreadsheet indicate that it was only 54% (equivalent to 1186) who were successful in submitting complete applications that entailed a complete resume, complete pre-qualification questions and complete employment.

The consequent step entailed identifying those applicants who submitted applications that met qualifications. Out of the anticipated 80% (equivalent to 2116), it was 76% (equivalent to 902) who were able to submit applications that met qualifications. The recruitment and selection team anticipated that 70% (equivalent to 1481) applicants would pass the initial application screen. Nonetheless, it was only 56% (505) of the applicants, who qualified in proceeding to the next phase.

The second stage involved completing a pedagogical knowledge assessment. The team had anticipated that 90% (1333) of the candidates who proceeded from the 1^st phase should qualify for scheduling in completing a pedagogical content knowledge assessment. Out of the 1333 anticipated for schedule of the pedagogical assessment, it was1200 candidates, which represent 90% of the candidates anticipated in completing the pedagogical assessment, were scheduled.

However, it was only 83% (356) of the 505 anticipated candidates, who were able to complete the pedagogical assessment. The recruitment and selection team anticipated that out of the 356 candidates who qualify in completing the pedagogical assessment, 75% (900) of them would pass the assessment. Surprisingly, those who passed the assessment surpassed the target, as 77% (274) passed the assessment.

The third phase of the recruitment and selection process involved an interview. For those who were to have a phone interview, they were required to submit a 10-minute teaching video. The team anticipated scheduling 90% (810) for the interview. However, 95% (261) candidates were scheduled.

Out of those scheduled for the interview, the team expected 95% (769) of the candidates would complete the interview. However, in the actual sense, out of the 261 candidates whom the team expected could complete the interview, 84% (219) completed it, and presented a 10-minute teaching video.

The 4^th phase, which marked the end of the recruitment and selection process, involved giving those candidates who proceed to this stage an opportunity to complete a 30-minute teaching session. The recruitment and selection team anticipated that 65% (500) of the candidates would get an opportunity to complete a 30-minute teaching audition in a DCPS classroom.

However, 75% (164) of the candidates got the audition opportunity. The team anticipated that 90% (450) of those who got the audition opportunity would pass. Nonetheless, the actual candidates who pass the audition are 138, which represent 84% of the 164 candidates who manage to complete the audition.

Goals and objectives

The chief objective for the Recruitment and Selection team is to identify and hire competent teaching staff that will ensure a highly effective teacher in every DCPS classroom.

Specific Objectives

1. To identify high talented and competent teachers for recruitment and selection
2. To ensure that the Recruitment and Selection team has identified sufficient candidates (450) to fill in the anticipated number of vacancies for the year 2012-2013

Action Plan

The recruitment and selection process has advanced greatly. With the recruitment and selection process advancement passed the interviewing stage, the recruitment and selection method is about to end. However, with only three weeks to the recruitment and selection deadline, the team assigned the task should act fast to finish its mission within its deadline.

According to the spreadsheet that indicates real time performance of the candidates, the team can consider having identified 138 successful candidates. This is far less than the anticipated target of 450 teaching staffs to fill the anticipated 450 vacancies for the year 2012-2013. Therefore, the recruitment and selection team will convene a meeting and identify the best strategy to identify the 312 remaining teachers.

Since there exist the recruitment team that comprise of the two coordinators, teacher recruiter-program assistance supporting the researcher in executing the plan. The team will then advance to the next stage that involves assignation of roles. After sharing the roles, the team should proceed, develop a competitive compensation, and benefit package.

This should entail itemize and placing a dollar value on the overall package. The committee should identify sources of revenues, develop benefit packages, place dollar amount on monetary type benefits, list non-monetary rewards. In addition, the committee should consult the legal advice to find out whether its packages comply with the State codes (Andiele, 2012).

Moreover, at this point the committee should identify possible barriers to the implementation process that is recruitment and retention and develop appropriate mitigation strategies. Then the team should proceed to the nest phase that entails defining its ideal candidate for the position. The team should do a desired characteristic tally chart continuum to determine how close each preferred candidate matches your ideal.

The team will require developing a candidate questionnaire that asks specific questions that will assist the team in identifying how the candidate matches the ideal candidate for the position. For instance, the team can ask the candidate how he/she caters for individual differences in a class setting (Mary, 2010; McCarthy, 1992).

The committee should then develop a recruitment activity budget to finance the recruitment process. The committee should assign someone to oversee the budget development and set a deadline on when it should be ready. The next stage will entail creating a practicing opportunity information package and promotional materials.

The process should entail the committee developing classified ads, direct mail letters, and promotional packets that enhance the professional and personal aspect of the opportunity the committee contemplate will appeal to the ideal candidate previously defined. During this stage, it is important to identify the best medium to use in relaying the information.

The committee can consider using the educational newsletters in communicating their messages to the targeted audience, or other print media such as newspapers. Similarly, the committee can opt to use radio or TV ads in order to increase the number of interested candidates. Use of the right media of advertisement is important as it helps in making sure that the intended information reaches a large number of the targeted people (Brookins, 2012).

Development and implementation of candidate generation strategies is of essence. The committee should generate a list of possible sources of candidates. The committee should make sure that it does do not limit its sources to local candidacy, but instead it should sources its candidates regionally, Statewide, as well as nationally in order to recruit highly competent teachers.

In the process of developing candidates generation process, the team should identify the costs associated with each source through gathering rate cards from journals, estimating postage and mailing list costs for direct mail efforts.

In addition, it should incorporate estimated costs that accompany visiting candidates teaching environments (Eugene, 2012). In addition, the committee should identify free sources of candidates and locations to publicize opportunity such as specific academic institutions such as universities (Richason, 2012).

Thereafter the committee should develop a process of receiving candidate information and quickly following up candidate inquiries. The committee should assign one of its coordinator the responsibility for receiving candidate information, sending follow up packet and notifying the candidate screening team, as well as sending the team the candidate information.

At this stage, the team also develops a chart for tracking where each candidate is in the recruitment procedure starting from first contact until the signing of the recruitment contract. The other stage will involve developing the interviewing process. This will entail the committee members forming the interview team. In addition, the committee develops interview questionnaires that helps in determining whether the candidate possess the required characteristics as outline by the ideal candidate.

In addition, the committee and the interview team should prepare themselves for possible questions from the candidates. Then the committee should develop procedures to establish the candidates credentials, as well as developing a questionnaire for administering to the referee, the questionnaire will help the interview team learn whether from the referee point of view the candidate possess the required characteristics, as defined by the ideal candidate.

The committee should review relevant laws that relate to reference checking. In addition, the committee should identify two more referees not provided by the candidate to supplement information offered by the candidate referees (Brookins, 2012; Rowan, 2012).

After conducting the interview, successful candidates will require visiting the DCPS classroom for audition purposes, therefore, the committee should visit the school and inform concerned stakeholders accordingly. At the same time, the committee team should develop a draft contract.

Those teachers who pass the audition process will get a proposition letter to see the terms and conditions associated with their job. The candidates will be required to confirm acceptance or rejection of the offer. The team should then develop and implement candidate integration plan when candidate accepts the offer.

On the other hand, the team should identify and assess reasons for candidate rejection of the contract and adjust the recruitment process and practices in order to address reasons for rejections. The last phase entails developing and implementing a primary care provider retention plan that entail a plan of monthly meeting with the recruited teachers and assessing the integration process in their new school.

In addition, the process includes quarterly meeting with the recruited teachers and discuss about retention issues, as well as address concerns. The plan also entails working with appropriate DCPS classroom stakeholders about developing long-term and retention plan (Doyle, 1983).

Rationale

The aim of the designed action plan is to establish an effective process of identifying, recruiting and retaining very competent teachers at DCPS classroom who will guarantee high achievement for DCPS students.

Anticipated Challenges

In formulating the action plan, the researcher anticipated the following challenges:

1. Lack of cooperation from some essential stakeholders
2. Lack of enough resources to facilitate the process

In conclusion: if the DCPS classroom follows the aforementioned processes in its recruitment and selection procedure, it will definitely recruit highly competent teachers who will guarantee exceptional performance for its students. In addition, the plan will enable the committee manage to get the anticipated 450 highly competent teachers by the end of the year.

Reference List

Andiele, N. (2012). Recruitment and Selection Process. Retrieved from https://ezinearticles.com/?Recruitment-And-Selection-Process&id=1885405

Brookins, M. (2012). Different Methods of Advertising Job Vacancies. Web.

Davis, B. (2012). Research Instruments: Questionnaires in Interviewing. New York, Prentice Hall.

Doyle. K.O. (1983). Evaluating Teaching Effectiveness. San Francisco: New Lexington.

Eugene OR. (2012). Guidelines for Recruitment and Selection. Retrieved from https://hr.uoregon.edu/recruitment/recruitment-hiring-faculty-and-staff

Mary, C. (2010). Effective Strategies for Hiring the Best Faculty. Retrieved from http://connection.ebscohost.com/c/articles/54569613/effective-strategies-Hiring-best-new-faculty

McCarthy, P (1992). Common Teaching Methods. New York: Prentice Hall.

Murray, H.G. (2000). Can Teaching be improved? Canada: Brock University.

Richason, O. (2012). Methods of Recruitment and Selection. Retrieved from https://smallbusiness.chron.com/methods-recruitment-selection-2532.html

Rowan, C. (2012). Teachers Recruitment and Selection. New York: Prentice Hall.

Introduction

Strategic staffing is an integral part in any organization since it ensures that members of staff selected are competitive and able to work for the good of the organization. Employees are an important part in any organization since they are the ones who make the vision of the organization to come to pass.

Irrespective of how good the management and strategies in the organization are, poor staffing will make it difficult for these strategies to be implemented. This calls for a good investment in the human resource department in terms of both personnel and technology. There are a number of strategies that have been adopted to improve the staffing process.

The first one is automating the whole human resource department, second is using centralized control procedures to reduce errors and third is providing motivation and training to the members of staff frequently (Elmuti, 31). The fourth strategy involves an establishment of compliance by way of implementing effective reporting procedures. In order to attract relevant talent and employ productive staff, there are a number of things which need to be put into consideration.

Analyzing staffing needs

One of the things to consider is workforce planning which involves analyzing the organizations staffing needs in line with the nature of business. This will ensure that relevance in adhered to both in terms of the current strategies and the strategies intended to be implemented in future (Phillips and Gully, 26).

As a result of this, the management is sure that they will not need to replace the staff frequently since a high rate of staff turnover is one of the hindrances to organizational success. An example of this is the position development strategy employed by Cornell Cooperative Extension in their bid to increase employee productivity.

To achieve this, the management in their search for a nutrition educator decided to set the position at the entry level in order to attract young talent. This position was created as an internship and the candidates were selected from college graduates since the job mainly involved an interaction with this age group.

Skills and talents required

The second important consideration is the kind of talent required for the position. Different positions in any organization need people with different talents. Sales and marketing departments, for example, require people who are talkative and tolerant, while accounts and finance departments mostly call for people who are good with numbers.

This explains why most organizations carry out interviews in different stages such as telephone interviews, psychometric tests and finally the oral face to face interviews (Grogan and Eshelman, 21). Some even go to the extent of having a practical interview involving role plays in order to determine exactly what a candidate is good at and what they cannot handle. From such interviews, it is even possible for the management to retain some candidates for future position when they do not fit the current one.

In the case of CCE, the candidate for the extension director position was interviewed in different stages just like is stated in the description above and during the visits to the companys office for the interviews, she was able to gauge the distance from her home town and this enabled her to make plans prior to beginning the job. In the search for relevant skills, the organization required a face to face discussion with the candidate and this worked both for the organization and the candidate.

Support and motivation

The third consideration to be made in any organization in the bid to attract talented personnel is providing support to the existing and incoming staff. This includes remuneration, training and other forms of motivation. When members of staff are trained frequently, they develop new skills and are able to be more innovative.

These trainings include both internal and external training with the latter involving the sponsoring members of staff to attend workshops and seminars organized by different organizations (Bechet, 128).

Though this, they are able to understand the market better and also get to know the challenges their counterparts in other organizations are facing. The result of this is the development of an all rounded staff body who appreciate their working environment. This also ensures growth, that is what most people look out for when moving from one organization to another.

Besides this, motivation also includes engaging in fun activities such as team building trips and retreats. This ensures that members of staff have an avenue for releasing any kind of work related as well as personal tensions. It also ensures healthy employee relations which eventually lead to good working relations and environment. Whenever people are able to relate well outside work, it becomes easier to work together and this explains the importance of carrying out such activities ones in a while.

In addition to that, members of staff are also able to develop a relationship with the management hence ensuring an easy environment at work (Bechet, 51). A working environment where people relate without reservations is considered healthy since everyone has the freedom to express themselves. This also ensures the flow of ideas from all members of staff. Such an environment will not only encourage employees to remain in the organization, but it also attracts more people therein.

Conclusion

As a result of all these factors, the management is able to raise their job requirements bar hence attracting more talent into the organization. Remuneration also plays a major role in attracting talent into the organization. Employees who are well paid are motivated to work hard and are also empowered to acquire more skill (Sears, 213). They are, for example, able to advance their education and as a result increase productivity.

This also attracts the best brains in the market hence ensuring organizational success. From the case of CCE, the organization was able to provide financial support to the candidate even while she was still an intern. This gave her the motivation of even working harder and as a result of this, she also agreed to the job offer that followed the internship. CCE therefore modeled the candidate to be what they needed for the position and ensured that they gave her the best treatment and support such that she did not have any reason to leave.

Works Cited

Bechet, Thomas. Strategic staffing. New York: AMACOM. 2008. Print.

Bechet, Thomas. Strategic staffing: A comprehensive system for effective workforce planning. New York: American Management Association. 2008. Print.

Cascio, Wayne and John Boudreau. Investing in people: Financial impact of human resource initiatives. Upper Saddle River: FT Press. 2011. Print.

Elmuti, Dean. Managing diversity in the workplace: An immense challenge for both managers and workers. Industrial Management, 35.4 (1993): 19-22. Print.

Grogan, Sarah and Barbara Eshelman. Staffing Strategies for a More Diverse Workforce: Case Examples from Cornell Cooperative Extension. Journal of Extension, 36 (1998): 1. Print.

Phillips, Jean and Stanley Gully. Strategic staffing. Upper Saddle River: Pearson/Prentice Hall, 2009. Print.

Sears, Dorothy. Successful talent strategies: Achieving superior business results through market-focused staffing. New York: AMACOM. 2003. Print.

The labor market is paradoxical. On one hand, the number of people looking for jobs is high. On the other, there is a shortage of talented people available for hire.

This situation is very rampant in many industries. Talented individuals are difficult to find and retain. This is very pronounced in the engineering sector. The approach many companies use in the hiring of engineers is that they employ engineering graduates fresh from college. They then find ways of training and retaining them to ensure that they remain in the company for as long as possible.

This is because engineering jobs tend to carry a lot of influence on the production processes of an organization and can determine its profitability and long-term sustainability. In order to find engineers to fill in job openings, there is need to develop a recruitment, selection, and onboarding plan. This paper presents a comprehensive plan needed to hire twenty bilingual engineers to increase the capacity of the company to service a federal government contract.

Recruitment Plan

The recruitment plan needed to hire these engineers should start with the development of a clear statement of the human resource needs for the project. These needs relate to the actual tasks that the engineers will need to perform, the strategic needs of the company, and the responsibility of the company towards the community. This means that the company needs to hire engineers who will be able to meet the needs of the organization.

The company will need to find ways of bringing the vacancies to the attention of all the qualified engineers to ensure that they capture the best talent available in the market. This will call for the development of a strong campaign to reach all the potential engineers. In part, this will require the organization to study the current employment climate for engineers. Based on this, the company will be able to develop an attractive package that will ensure it attracts the best talent.

After the completion of the preliminary issues, the company should invite applications from the available engineers. This should include the use of the social media to find the best talent for the job. Social media is becoming more important for HR because of its capacity to take information to a wide array of people (Mitchell 193).

In addition, the company can consider using the social media as a means of narrowing down on the best candidates for the jobs. There is growing evidence that the analysis of a persons social media profile can help to determine their fit into an organization (Mitchell 193).

The company can also use other tests such as psychometric tests, cultural fit tests, and competency tests to find the best engineers for the positions (Yamamura, Birk and Cossitt 59). All these tests have some value in determining whether a person is ideal to fill a position. The interesting test in this context will be the cultural fit test.

This test will enable the company to know whether the potential hires have what it takes to fit within the culture of the organization (Overman 1). The culture of each organization is unique. This calls for the review of each applicants attitudes and values to ensure that the applicant will fit in the organization.

Selection Plan

The selection plan for the company covers the issues the company needs to consider when selecting the candidates to join the organization. The difference between the selection plan and the recruitment plan is that recruitment covers all activities done to attract the potential candidates who can fill in the role. However, the selection plan covers the specific decisions needed to make the choice of the actual candidates who join the organization.

It is prudent to find ways of reducing the pool of candidates in order to remain with those who have a realistic chance of joining the organization. During the recruitment process, a good job can attract a very large number of candidates. Many potential employees can tell when a good job is on offer.

The company will have a big task of sifting through hundreds, and maybe thousands of applicants before finding the best ones. The first step in the selection plan is usually to eliminate the candidates who lack the basic criteria needed for the job. In this case, the basic criterion is having an engineering degree, and proficiency in both English and Spanish.

The second step can include the steps proposed in the recruitment plan such as psychometric testing and culture testing (Overman 1). These steps can help eliminate candidates who do not meet a certain criteria. A good application of testing is to use it at the screening level.

For instance, a psychometric test can help weed out applicants after the initial short listing. A culture test can be used in the final stages of the selection process when the number of candidates is smaller (Overman 2). It is good practice to have a target number of applicants in each stage. The number should be a range, because a fixed number may lead to loss of promising talent, or retention of poor talent.

One-on-one interviews should be reserved for later recruitment stages. It is important to have at least one interview per candidate conducted by senior employees, preferably the managers. This helps to instill a sense of importance to the process. It also serves as an important way of introducing the potential employees to potential mentors.

Onboarding Plan

Onboarding is extremely important in the process of talent management. This comes from the need to ensure that an employee achieves optimum performance as quickly as possible after they join the organization. The onboarding plan for engineers is even more complex because of the technical nature of their work. The three main proposals for onboarding of new engineers are as follows.

First, it will be prudent to conduct a review of their interviews because the company will be in possession of a large amount of information regarding each applicant (Byham 15). The review should aim at identifying their strengths. I should also show them how the company expects to benefit from those strengths.

Secondly, it should aim at communicating the weaknesses the interviewers observed in order to find ways of dealing with these weaknesses. Thirdly, the review should aim at developing a mentorship relationship between the new employee and the person leading the review session.

The second proposal on onboarding of new engineers is helping them to develop working relationships with existing employees (Byham 16). The best way to do this is by including the new recruits in ongoing projects either in observer capacity, or as members of the project teams. The company may also provide the new employees with opportunities to shadow experienced staff in the company.

The third means of onboarding is the development of mentorship roles in the organization to ensure that each new engineer has a mentor. This will serve to reduce mistakes and to increase a sense of support for the new engineers.

Works Cited

Byham, William C. Strong Start to Job Success: What Leaders Can Do to Shorten Time to Proficiency, Increase Job Engagement, and Reduce Early Turnover. Development Dimensions International (2008): 1-22. Print.

Mitchell, Stephen G. Supplemental Recruiting Services: A Viable Solution in Challenging Times. Nursing Economics (2009): 192-196. Print.

Overman, Stephenie. A Perfect Match: Personality Assessments Can Help Reveal Whether an Applicant is a Good Fit For the Job and the Organization. Staffing Management 2 April 2010: 1-2. Print.

Yamamura, Jeanne H, Cynthia A Birk and Betty J Cossitt. Attracting and Retaing Talent: The Importance of First Impressions. The CPA Journal (2010): 58-63. Print.

Recruitment is a process of searching for candidates for employment and stimulating them to apply for jobs in the organization (Flippo 5). In recruitment there are factors which affect the process. Such factors can be categorized into, the internal factors and external factors. Foot and Hook argue, Internal factors are those factors that can be controlled by the organization while the external factors are those ones that are beyond the control of the organization (492).

Under internal factors, there is firm size, recruitment cost, planning of human resource and finally growth and expansion. The external factors on the other hand include Supply and demand, Competitors, Image/Goodwill, Labour market, Political-Social-Legal Environment and Unemployment rate

Supply and Demand is one of the external factors. It is one of the vital determiners in the recruitment procedure; it includes the availability of labour force both in the organization and outside the organization/firm. If the firm demands for more workers than there are in the job market then they will be forced to seek for manpower internally by providing the current employees with further training and development.

Competition is also another external facto. There is also competition among firms which offer the same job opportunities; this competition arises when they have different recruitment policies. Job seekers tend to go for jobs with favorable policies thus for a firm to compete with other it should adjust its policies according to the competitors.

Similarly Image/goodwill is also another external factor. Image matters a lot, job seekers are more attracted to positive image of a firm than the negative image. If a firm has a tendency of not retaining employees it might have a problem recruiting as opposed to the one which provides employment and even retain employees.

Another factor is labor market. This depends on the location of the firm, if the community where the firm is located has surplus manpower, any attempt for job advertisement will lead to more than required applicants.

Political-social-legal environment makes up one of the factors. Government and trade unions regulations also play an important role in the recruitment process. A firm may therefore not have the freedom to employ the employees who it believes are better performer.

Ashok (431) adds that unemployment rate growth in the economy also affects the availability of job seekers. Unemployment is mainly visible when a firm does not create more job opportunities; this in turn leaves more qualified people jobless.

Size of the firms is another key issue to consider in the recruitment process. Size of firm is among the internal factors (Aswathappa 45). When the firm has a vision of expanding its operation through opening other branches elsewhere; it will seek more employees and most likely the current workers to run their new branch.

Cost of recruitment process has a cost, this cost lies in advertisement, contracting a firm to do the interviews etc. therefore the firm should go for a method that has the lowest cost of recruitment. Finally Growth and expansion of a firm should be considered when seeking for more employees.

Work Cited

Ashok Khurana, ParveenKhurana & HiraLal Sharma. Human Resource Management: Ambala: VK Publications. 2000. Print.

Aswathappa. Human Resources and Personnel Management. Tata McGraw Hill. 2003. Print.

Flippo, Edwin. Personnel Management. 6th edition: California: McGraw-Hill College. 1984. Print.

Foot, Magaret and Hook, Caroline . Introducing Human Resource Management. Thousand Oaks: Sage Publication. 2008. Print.

Introduction

A company must ensure it adopts transparent and credible recruitment programs to ensure it employs qualified and experienced employees. This essay examines how Rio Tinto (an Australian based mining company) manages its human resource section.

Background

Human resource refers to all efforts (intellectual and manual) employed by people to ensure a production process is successful. People are drivers of change and other development aspects and this means their contributions to the success of a company cannot be ignored (Cleary 21). Human resource management refers to all deliberate steps taken to ensure a company has a robust human resource. These activities include recruiting, training, motivating and retaining workers.

Rio Tinto is an Australian multinational company that engages in mining of metals. This company was previously owned by the Spanish government until 1873 when a group of international investors purchased it. It has undergone various transformations including acquisitions and mergers and diversification of its products and services (Altman 11). This was a metal mining company but has now expanded its activities to include refining of ores (iron and bauxite).

A survey conducted in 2011 showed that this company has about 70,000 workers in its Australian and other subsidiary companies located in different parts of the world. In addition, its 2012 revenue index showed that it generates about $ 50.967 billion and its operating income was $1.153 billion in addition to generating $ 3.004 billion the same year.

However, this company is highly criticized by environmentalists for degrading the environment through its mining processes especially in its Grasberg mine located in Indonesia. Human right groups have also criticized this company regarding its attempts to stop workers from joining various unions (Russell 41). In addition, the company is ranked poorly in terms of working conditions and other social corporate responsibilities.

Stakeholders Involved

This company acknowledges the importance of recognizing and working with local communities to ensure it maximizes their abilities as workers and providers of basic resources like land and labor. The Aboriginal society is one of the marginalized groups in the world that face extinction due to modernization (Mathis 85). They have attracted a lot of global attention in various issues including land ownership. They have a very strong attachment to their ancestral land and this makes it necessary to approach any land related issue with a lot of caution.

This company relies on natural resources (mineral ores) as its basic raw material. Unfortunately, this resource is located in Australia in the region occupied by the Aboriginal community (Attorney 55). This means there must be an effective strategy to ensure the local community is not affected by the process of mining. This necessitated the need to have various stakeholders to ensure there is a smooth process of acquiring the resource from this local community.

Rio Tinto is the first stakeholder in this process since it is the initiator of all other activities. This company requires raw materials to enable it to run its operations. It has developed various plans to ensure its activities run smoothly. First, it has invested in machinery, human resource and finance to ensure it has all the requirements to conduct its operations (Noe 55). Secondly, the government also has a stake in the operations of this company to ensure that it abides by the rules set to regulate mining.

These rules include tax generation, environmental conservation, human resource management and compliance to legal business activities. In addition, the Australian government (local and national) ensures this company complies with all regulations meant to promote healthy business activities (Muller 25). The third stakeholder is the local community which comprises of the Aboriginals.

This community has a strong attachment with their ancestral lands and this means that the company must consult with all traditional leaders to ensure the local community understands and supports the mining process. Lastly, non governmental groups are also important in monitoring how this company contributes to progress human life and the society (Taylor 13). They ensure the company does not violate human rights or interfere with the environment.

Effects of Employment and Education Outcomes

This company faced a lot of local and international criticism because it ignored the local community regarding employment. Most employees came from other countries including Canada and this became a very serious challenge that affected this company. This put the managers at crossroads regarding offering jobs to the local population. The company required professionals to handle various processes (Gammage 43). However, there was a high illiteracy level among this population and this offered a serious challenge to this company.

International and local companies must ensure that the local population is given the first priority in terms of jobs. This is one of the legal corporate requirements that companies must fulfill before commencing their operations. Therefore, this company was forced to recruit people from the Aboriginal community to ensure the local population participates in various activities of this company.

However, there were various structural adjustments that were put in place to ensure this community becomes an important part of the company. The company established various programs to ensure all employees were qualified to handle various tasks. The first approach was to establish links with higher institutions of learning like universities where they sponsored Aboriginal students to pursue different courses.

It is necessary to note that this company offered various employment opportunities ranging from clerical to field jobs (Noe 67). In addition, it was forced to offer jobs that did not require experience or academic qualifications to accommodate the local population. This was an urgent measure taken to ensure the company absorbs the large number of unemployed people in the local community.

There was no time to train or educate the local population on various operation procedures since pressure was mounting on this company to offer immediate employment to the local population or close the company. The company had no alternative but to recruit those that were willing and ready to start working in various departments.

Moreover, it was forced to develop measures that will ensure these people were equipped with basic operational skills that were necessary in its operations (Stone 50). The formation of training programs was necessitated by the high level of illiteracy among the Aboriginals.

The company could not make use of their skills since they were neither educated nor experienced in industrial operations. People without work experience are offered trainee roles to ensure they learn while working at the company (Muller 27). This ensured the company accommodated most of the Aboriginals through its apprenticeship programs. In addition, it was forced to widen its human resource department especially regarding training its employees.

Even though, this company was forced to incur unnecessary expenses in recruiting and training the Aboriginals it managed to employ workers who had necessary skills to perform various roles (Perrault 78). There were short term challenges but this had no impacts on the future of this company.

Companies that train their employees have higher chances of improving their performance compared to those that hire workers because of experience. Rio Tinto managed to train its workers and impart them with necessary skills that were essential in managing various activities.

Importance of HR Functions on Indigenous Employment Programs

The human resource department plays significant roles in developing employment programs. This company has an active human resource department because the local community forms a significant portion of the work force. This department plays important roles in indigenous employment programs in the following ways.

First, it identifies positions that must be filled in various departments through conducting needs assessment tests (Hughes 54). These tests are usually done when a company expands its operations or when it experiences operational and managerial challenges. It can also be done to establish ways of enhancing employee performance. They can also be done when a company adopts new technology or when it decides to change its production processes.

Secondly, it develops recruitment procedures that help in selecting qualified candidates to fill the vacant positions announced. This is usually based on job descriptions that define the nature of work to be done and the skills required to perform these roles (Mathis 83).

However, this company offers this department limited choices regarding job description as a guide for conducting an effective recruitment program. The community offers this company limited choices regarding recruitment procedures (Armstrong 12). This has forced this company to employ workers without basing any consideration on their levels of education or work experience. Later, it must train them and ensure they gain relevant skills before they start working.

In addition, this department ensures that all recruits are taken through an elaborate orientation process to enable them to familiarize with the procedures and staff of this company. This is an important role of the human resource department to ensure the Aboriginals learn various processes involved in mining. In addition, it helps them to identify the roles played by different workers and the relationships between various sections.

Lastly, it develops programs that will ensure workers develop their skills while working and also widen their knowledge regarding this company. There are various programs developed to reward employees that are committed, hard working and responsible in their duties (Lane 17).

This includes increasing their salaries, promoting them to senior positions and sponsoring them to higher institutions of learning. The roles stated above helps this company to have an effective and value based work force since employees are offered training that is relevant to the operations of this company (Noe 69). The short term losses of these programs are less than the long term benefits accrued by having employees that have been trained to handle specific duties.

Human Resource and Strategic Challenges

All companies are exposed to different operational and managerial challenges that affect their operations. Mining is a risky investment and this means this company must have a very active and responsible human resource department. The greatest challenge is associated with providing good working conditions to employees working in sites. The company experiences significant challenges associated with accidents during mining. However, it has various insurance covers to safeguard its workers and investments against losses.

In addition, mining results in environmental pollution (noise, water, air and land) due to the methods used in various operations. This explains the presence of criticisms from environmental management groups and the local community regarding the role of this company in pollution (Mascarenhas 40).

Even though, it is practically impossible to eliminate pollution during mining this company has developed various corporate social responsibilities to ensure it shares its profits with the society. This includes offering employment, training and participating in community awareness programs.

Conclusion

The human resource department is the engine of an organization since it integrates all other production activities. An effective work force ensures all policies, objectives, goals, missions and visions are transferred from theory to practice. Human beings can develop very good plans to manage various issues.

However, there are various issues that determine the effectiveness of employees. Rio Tinto has managed to integrate its human resource department with the demands of the Australian government, Aboriginal community and other groups. This has enabled it to maintain a good public image and generate revenues from mining.

Works Cited

Altman, John. Power, Culture, Economy: Indigenous Australians and Mining. Melbourne: Australian National University Press, 2011.

Armstrong, Sharon. The Essential HR Handbook: A Quick and Handy Resource for Managers or HR Professional. Pretoria: Career Press, 2008.

Attorney, Steingold. The Employers Legal Handbook: Manage Your Employees and Workplace Effectively. California: Nolo, 2011.

Cleary, Paul. Too Much Luck: The Mining Boom and Australias Future. New York: ReadHow you want, 2012.

Gammage, Bill. The Biggest Estate on Earth: How Aborigines Made Australia. New South Wales: Allen and Unwin, 2013.

Hughes, Robert. The Fatal Shore: The Epic of Australias Founding. New York: Vintage Books, 2009.

Lane, Marcus. Contested Country: Local and Regional Natural Resources Management in Australia. Melbourne: CSIRO, 2010.

Mascarenhas, Oswald. Business Transformation Strategies: The Strategic Leader as Innovation Manager. New York: Sage, 2011.

Mathis, Robert. Human Resource Management. Stamford: South-Western Cengage Learning, 2010.

Muller, Max. The Managers Guide to HR: Hiring, Firing, Performance Evaluations, Documentation, Benefits, and Everything Else You Need to Know. New York: AMACOM, 2009.

Noe, Raymond. Human Resource Management. New York: McGraw-Hill, 2012.

Perrault, William. Basic Marketing: A Marketing Strategy Planning Approach. New York: Wiley, 2010.

Russell, Robert. Operations Management: Creating Value along the Supply Chain. New York: Wiley, 2009.

Stone, Raymond J. Human Resource Management. New York: John Wiley and Sons, 2008

Taylor, John. Indigenous People and the Pilbara Mining Boom: A Baseline for Regional Participation. Melbourne: Australian National University Press, 2012.

Introduction

Recruitment practices follow that individuals are chosen on the basis of job requirements and candidates qualifications (Mathis & Jackson, 2012 p. 25). Working in a supermarket that sells common household goods requires different levels of qualifications.

In such country as the United States, discrimination based on other characteristics rather than training is prohibited. These characteristics include factors such as race, gender, disability and religion among others (Mathis & Jackson, 2012).

Diversity at the workplace

The supermarkets management tries all its best to include racial diversity. This is a way of trying to capture customers from the multi-racial population. Business necessity would require only qualifications to be considered for a job position.

Electronics sales representatives are preferably male. This is because they are considered to have a convincing power superior to that of female attendants.

Female attendants could be chosen for their physical beauty. This is because attractiveness has some impact in marketing.

The organization faces the challenge of having a few male employees. The male employees do not stay for long. This is because of the level of payment. The management used to confidentially gives higher wage rates to keep male attendants.

However, it is illegal to pay different rates for similar duties. The management has to use tactics such as labeling differences in seniority, and performance to justify the higher payment (Mathis & Jackson, 2012). It is necessary to make sure people know how the pay practices work (Mathis & Jackson, 2012).

However, this together with auditing cannot stop the management from implementing their strategy. They are able to escape charges of disparate treatment because of the burden of proof.

There is no need of affirmative action because most groups are represented as a workforce such as those aged over 40. Tolerance, flexibility and openness are obtained because there is a diverse workforce. The management can lower qualification standards to reach out to male attendants. The organization is prepared for a diverse workforce.

Incentives for performance

Commitment is necessary for high performance. This requires that organizations form a vision that resonates within employees (Price 2011, p. 239). Long-term job relationships which promise employees career growth.

There is a need to create an organization which makes employees feel proud. According to Price (2011), success should be celebrated publicly and loudly (p. 239).

Organizations use total quality management programs (TQM) to influence commitment and performance. These include communication, education, ownership, emotional identification, performance assessment, reward structures, and employment contracts (Price, 2011).

According to Lauby (2005), outcomes such as interesting work, autonomy, responsibility, growth and development on the job, a sense of accomplishment and achievement help to satisfy motivational needs (p. 3). Self-actualization is the most effective factor in motivation because it cannot be completely covered.

The public sector mainly uses growth and development on the job. In this case, workers are promoted to higher ranks associated with higher payment and respect. This has an impact on self-actualization. The public sector also uses commitment, and a sense of responsibility to motivate its workers.

The private sector uses reward structures, and performance assessment. The big-sized private organizations may use higher payment structures, and training to motivate workers. In supermarkets, performance assessment is difficult for individuals but it is possible for groups.

There is an end of year rewards for groups that shows high performance. There are celebrations which concur with Prices (2011) concept that success should be celebrated publicly and loudly.

References

Lauby, J. S. (2005). Motivating Employees. Florida, USA: ASTD Press.

Mathis, L. R., & Jackson, H. J. (2012). Human Resource Management: Essential Perspectives. Mason, USA: Cengage Learning.

Price, A. (2011). Human Resource Management. Hampshire, UK: Cengage Learning EMEA.